8.3.Recommendations to the WASH sections at country level
In addition to the above recommended actions to which WASH sections at country office level can greatly contribute, the following suggestions are intended to them specifically.
Improve equity-lensed geographical targeting and integration of interventions: In collaboration with the Planning section and senior management, ensure that there is an appropriate, country-specific methodology for a well-defined geographical targeting of WASH programmes, in collaboration with the other programme sections within the UNICEF country office, with the government partners and with other external support agencies. This is intended to orient all WASH interventions to the poorest and most WASH deprived areas in the country, and those hosting groups marginalised based on their ethnic, religious or other identity. Make sure that the integrated targeting and implementation strategies allow for a reduction of the most prevalent and severe inequities, an increased integration of all WASH interventions (water, sanitation, and hygiene, in communities, schools and health centres), a maximisation of impacts, an increase in the prospects for sustainability, and an optimisation of operational costs.
Invest more in the programme design and planning phase: Use more consistently the principles and processes of result-based programme planning as described in the UNICEF Programme Policy and Procedures (PPP) Manual. In particular, conceive any WASH country programme based on five preliminary exercises, sequentially: an in-depth situation analysis at national and subnational level, ensuring stakeholders and beneficiaries’ involvement; a causal analysis / problem tree; a theory of change; an overall risks assessment; and a capacity assessment of potential partners. The WASH bottleneck analysis can be one of the tools used for the situation analysis but cannot be considered sufficient in itself. Ensure that current and new WASH staff are trained on the content of the PPP Manual in general and on result-based programme management in particular. In each one of the five exercises listed above, incorporate the three dimensions of equity, scalability and sustainability. Bring in additional internal expertise from the WASH and Planning sections at CO, RO and HQ levels, and international professional expertise if necessary. In the phase of resource mobilisation, develop all donor proposals based the outcome of these preliminary exercises in order to save time, ensure quality proposals, harmonise logical frameworks, standardise M&E indicators and processes (with an equity, sustainability and scalability lens aligned with the definitions proposed in the future UNICEF global WASH strategy), and streamline the reporting work. In the pre-implementation phase, systematically carry out socio-economic and technical studies, in particular: willingness and capacity to pay surveys, business plans, hydrogeological studies, and participatory planning and sitting exercises.
Support government leadership and programme upscaling without compromising on quality: Wherever possible, move away from short-term, small scaled, donor-oriented and scattered projects to put in place national programmes with stronger government ownership. Integrate programme management or oversight in government’s structure and procedures. Put in place pooled funding arrangements with multiple donors as well as cost-sharing agreements with the government. Establish multiple, long-term partnerships with government agencies, NGOs, CSOs and private service providers to scale up interventions. Standardise implementation strategies, guidelines and tools, partnership agreements, M&E systems and reporting requirements for all implementing partners, in order to make the management of multiple implementing partners easier, facilitate the compilation of information and allow for cross-learning. Implement an appropriate capacity building plan for each type of partner based on a detailed needs assessment. Document and assess the implementation processes in a participatory manner with all stakeholders. Organise a continuous learning that will feed into periodic programmatic adjustments. Support the development of national networks and associations for WASH champions within government structures, for community-based organisations, community-level WASH management committees, and natural leaders.
Reorient upstream work towards institutional strengthening and administrative reforms, with the aim of creating WASH-oriented obligations, incentives and routines in central and local ministerial departments: Integrate WASH in existing institutional structures and administrative procedures. Orient advocacy efforts and financial support towards the following. Strengthen human resource management and skills development in government structures. Incorporate WASH in the training curriculum of teachers and health professionals and in vocational training opportunities. Require from private and community-managed schools and health centres to provide basic WASH facilities in order to be officially recognised by the education ministry and access public funds. Incorporate daily handwashing routine (rules and time slots) into the daily schedules of schools and health centres. Include WASH as a criteria in the routine inspection of schools and health centres, and in the administrative evaluation of teachers and health professionals (or of the heads of schools and health centres). Include WASH inspections and post-ODF monitoring in the work plan of community health workers and local technical departments. Institutionalise ‘clean schools’ and ‘clean heath centres’ competitions. Pilot outcome-based financial and non-financial support. Promote the creation of a national water regulation agency. Establish routine technical and financial monitoring and benchmarking of rural water services at national or regional level, coupled with appropriate follow-up support. As an alternative to punctual activities organised by UNICEF and other development agencies, identify and support a national WASH training institution and resource centre that would be able to offer professional capacity building services to the whole sector and tailored to the needs of each type of stakeholders. Mainstream sustainability checks as a light, periodic monitoring tool aiming to complement sustainability lensed WASH bottleneck analyses and classical programme evaluations. Hand over sustainability check surveys to government partners in order to extend their scope to other non-UNICEF activities and reinforce national ownership and accountability. Ensure timely planning so that the results can be presented to the joint sector reviews. In collaboration with the Social Policy section and other UN agencies such as UNDP, advocate for these activities to be funded by the national budget. Invest more efforts into leveraging public finance for WASH, especially in middle-income countries and low-income countries with rapid economic growth; to this end, seek assistance and guidance from WASH and Social Inclusion sections in the regional office and HQ.
